RFP Attachment C CSEAS 2.0 PMC Statement of Work

RFP ATTACHMENT C
CSEAS 2.0
PMC Statement of Work
DM 4760948 CSEAS PMC SOW

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A. BACKGROUND .................................................................................................................................... 4
1. Program Description ................................................................................................................... 4
1.1. The Division of Child Support .................................................................................................. 6
1.2. Working Relationships.............................................................................................................. 6
1.3. Service Partners ........................................................................................................................ 7
1.4. Partners through Cooperative Agreement and Contract ........................................................... 8
2. Information Systems Description ............................................................................................. 9
B. PROJECT OVERVIEW ....................................................................................................................... 10
1. Project Management Contractor (PMC or PM Contractor) Scope ..................................... 10
2. PM Contractor Activities ........................................................................................................... 11
3. Roles and Responsibilities ....................................................................................................... 12
3.1. Contracted Services Supporting the CSEAS 2.0 Project ........................................................ 12
3.2. Project Management Structure ................................................................................................ 14
3.3. Steering Committee................................................................................................................. 15
3.4. Stakeholders Advisory Board ................................................................................................. 15
3.5. Technology Sponsors Group ................................................................................................... 16
3.6. Change Control Board ............................................................................................................ 16
3.7. Project Management Team ..................................................................................................... 17
4. Project Staffing and Approach ................................................................................................. 28
4.1. PM Contractor Staff ................................................................................................................ 28
4.2. Project Management Approach ............................................................................................... 28
4.3. Project Processes and Procedures ........................................................................................... 29
5. Deliverable Development ......................................................................................................... 39
C. Tasks and Deliverables ...................................................................................................................... 39
1. TASK: Finalize CSEAS 2.0 Foundational Project Management Documents .................... 41
1.1. Overview ................................................................................................................................. 41
1.2. Objective ................................................................................................................................. 41
1.3. PM Contractor Responsibilities .............................................................................................. 41
1.4. Agency Activities.................................................................................................................... 42
1.5. Summary of Task 1 Deliverables ............................................................................................ 42

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1.6. Milestones ............................................................................................................................... 43
2. TASK: Provide Project Management and Control Services ............................................... 43
2.1. Overview ................................................................................................................................. 43
2.2. Objective ................................................................................................................................. 44
2.5. Summary of Task 2 Deliverables ............................................................................................ 46
2.6. Milestones ............................................................................................................................... 47
3. TASK: Monitor and Update the CSEAS 2.0 Project Governance Plan and Schedule ..... 47
3.1. Overview ................................................................................................................................. 47
3.2. Objective ................................................................................................................................. 48
3.5. Summary of Deliverables........................................................................................................ 49
3.6. Milestones ............................................................................................................................... 50
4. TASK: Provide Staff Augmentation Services ........................................................................ 50
4.1. Overview ................................................................................................................................. 50
4.2. Objective ................................................................................................................................. 50
4.6. Milestones ............................................................................................................................... 52
5. TASK: Project Procurement Support – (Optional) .............................................................. 52
5.1. Overview ................................................................................................................................. 52
5.2. Objective ................................................................................................................................. 53
5.6. Milestones ............................................................................................................................... 55

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A. BACKGROUND
1. Program Description
This section provides information on the current organization and operation of the Oregon
Child Support Program (the “Program”) as well as the program partners the Program uses to
carry out its mission. The primary purpose of the Program is to locate noncustodial parents,
establish paternity for children born out of wedlock, and to establish and enforce child and
medical support orders.
The Program traces its genesis back to 1975 with its establishment under Part D of Title IV of
the Social Security Act. DOJ‐DCS serves as the administrative hub of the Program. The
Program’s spokes are comprised of organizations in three categories: (i) Working Relationships,
(ii) Service Partners, and (iii) Cooperative Agreement and Contractual Relationships.
The DOJ‐DCS is responsible for the Program’s compliance with federal and state law and
regulations, sets policy, and maintains the federally required child support computer system.
The Program works through administrative and judicial processes as necessary and appropriate
to provide for the establishment of paternity and the establishment and enforcement of child
support and health insurance obligations in more than 250,000 cases. This number increases by
an average of 1,600 cases per year involving: (i) families receiving public assistance through the
Department of Human Services (“DHS”) and the Oregon Youth Authority (“OYA”), (ii) non‐
assistance cases where one of the parties has applied directly for services or by operation of
law for ongoing or continued child support program services, and (iii) interstate and
international child support cases where one parent is residing in the State of Oregon.
These activities have the benefit of helping children in need, encouraging family self‐sufficiency,
returning money to the public treasury and reducing the state’s costs in providing public
assistance. The Program uses a variety of establishment and enforcement techniques to
accomplish these purposes, including streamlined administrative processes and an automated
case management system.
The following organizational chart displays DOJ‐DCS and its primary working relationships,
service partners, cooperative agreement agencies, and vendor contracts. The chart represents
an example of the Program’s working relationships and is not meant to be all inclusive.
Note: for a summary description of the project alternative analysis, justification, gap analysis,
requirements analysis, cost benefit analysis, and project management documents, please refer
to the Initial Advance Planning Document, and other documents provided in the Procurement
Document Library.

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Oregon Child Support Program Organization

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1.1. The Division of Child Support
The following is a summary of the child support services provided by DOJ‐DCS, and a
description of the service partnerships DOJ‐DCS has established with other governmental
entities and private sector providers.
DOJ‐DCS is the designated agency responsible for coordinating the efforts of all state offices
participating in the Program to ensure that all federal and state requirements are met. DOJ‐DCS
program coordination includes performance of the following functions:
 Administration of the Program’s state and federal funding
 Management of cooperative agreements and vendor contracts
 Promulgation of child support policies, procedures, and administrative rules
 Operation of the statewide child support computer system
 Operation of the State’s Distribution Unit
 Provision of child support staff training
 Analysis of Program performance and compliance
 Coordination with the OCSE and completion of all federal child support reporting
requirements
 State Parent Locator Service
 Central Registry (to process intergovernmental IV‐D cases)
 Tax Offset programs
 Unemployment Insurance Benefit (UIB) Offset
 Workers Compensation Offset
 Financial Institution Data Match (FIDM) asset seizures
 Oregon Lottery garnishments
 Driver’s, recreational, and professional license suspensions
 Program monitoring, self‐assessment, and data reliability reporting
1.2. Working Relationships
DOJ‐DCS maintains an integrated working relationship with the Department of Administrative

Services Enterprise Technology Services Division (ETS), which manages the State Data Center
and the Department of Justice’s Division of Administrative Services, Information Services
Section to maintain the technical infrastructure necessary to support the Program. DOJ‐DCS’s
mainframe team is responsible for identifying, analyzing, maintaining, testing, and
implementing solutions for the Program’s current child support system. Management

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representatives from these offices meet regularly to coordinate the maintenance and
enhancement of the Child Support Enforcement Automated System (CSEAS).
1.3. Service Partners
Following is a list of program partners that help DOJ‐DCS deliver child support services to
families in Oregon.
1.3.1. Division of Children, Adults, and Families
The Department of Human Services, Division of Children, Adults, and Families
(CAF) administers Oregon’s Temporary Assistance for Needy Families (TANF),
Food Assistance, Subsidized Child Care, and Refugee Cash Assistance programs
and the delivery of these benefits. CAF must refer its TANF clients who have
dependent children where one or more parent is absent to DOJ‐DCS so that child
support can be established and enforced for the clients. CAF staff utilizes an
automated system, Client Management System (CMS), to manage its public
assistance client cases. There are interfaces between CMS and CSEAS that
provide for the sharing of client, child, and financial information and for the
automated referral of new applicant cases requiring child support services. The
CMS and CSEAS system interfaces as currently implemented are not sufficient to
support current business needs.
CAF also administers the State’s IV‐E Foster Care program. Currently, there is a
limited automated interface between CAF and DOJ‐DCS to manage mandated
foster care referrals or to track financial information.
1.3.2. Division of Medical Assistance Programs
The Oregon Health Authority, Division of Medical Assistance Programs (MAP)
administers Oregon’s publicly funded health care programs. MAP must refer its
clients who have dependent children to DOJ‐DCS so that child support can be
established and enforced for the clients. MAP uses an automated system, Client
Management System (CMS), for determining eligibility and delivering services.
There is an interface between CMS and CSEAS that provides for the sharing of
client, child, and financial information, and for the automated referral of new
applicant cases requiring child support services. The Medicaid/IV‐D interfaces as
currently implemented are not sufficient to support current business needs.
1.3.3. Center for Health Statistics
The Center for Health Statistics (CHS) collects and processes health‐related data
about Oregon’s population. Specific to the Program, CHS processes voluntary

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affidavits of paternity signed in Oregon. CHS has implemented a new system that
improved DOJ‐DCS’s access to paternity affidavit information.
1.3.4. Oregon Youth Authority
The charge given to the Oregon Youth Authority (OYA) is to protect the public
and reduce crime by holding youth offenders accountable for their behavior.
Currently, there is an automated interface between the OYA Juvenile Justice
Information System (JJIS) and CSEAS to track financial information and receive
state‐mandated referrals.
1.4. Partners through Cooperative Agreement and Contract
In addition to coordinating with service partners, DOJ‐DCS secures services through

cooperative agreements with the Judicial Department, Department of Justice, County
District Attorneys, and other state agencies (such as the Employment Department,
Oregon Lottery, licensing agencies, etc.), and contracts with vendors.
1.4.1. Tribal IV‐D Agencies

DOJ‐DCS has cooperative agreements with tribal IV‐D agencies. The cooperative
agreements facilitate the tribes’ access to CSEAS, federal tax offset enforcement
services, and other specialized IV‐D services tribal IV‐D agencies are unable to
access directly.
1.4.2. Oregon Judicial Department
Some paternity and support orders are established through the Oregon Judicial
Department’s court system. Judicially based enforcement actions are also
handled in court. The Oregon Judicial Department operates a computer system
known as OJIN (Oregon Judicial Information Network). OJD is presently
implementing a new computer system through the Oregon eCourt Project. There
is no current interface between the eCourt system and CSEAS that supports the
docketing of cases for hearing and the transferring of case and financial
information between systems.
1.4.3. Oregon Department of Justice, Civil Enforcement Division
The Department of Justice, Civil Enforcement Division provides legal services to
DOJ‐DCS under a cooperative agreement. These legal services include providing
attorneys and support staff to represent DOJ‐DCS in child support matters in
court in addition to its role in providing legal opinions. These actions include the

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establishment of paternity and the establishment of financial and medical
support obligations when the administrative establishment processes are not
applicable to a case. The DOJ is also responsible for litigating enforcement cases
for judicially based enforcement actions.
1.4.4. Office of Administrative Hearings
DOJ‐DCS has an agreement with the Office of Administrative Hearings to conduct
administrative hearings. Typically, customers’ hearing requests result from the
Program’s processes to address paternity and establish and modify child support
obligations. Less common are hearing requests for disputed tax intercepts and
asset seizures.
1.4.5. County District Attorneys
DOJ‐DCS and county District Attorneys collaborate to provide child support
services throughout the state. District Attorneys in 26 of the 36 Oregon counties
provide staff to perform legal and case management services to families where
public assistance has never been provided. In the remaining 10 counties, services
are provided by the local DOJ‐DCS office.
2. Information Systems Description
Child support systems, including Oregon’s CSEAS, operate in an environment with changes
mandated by state and federal regulation. Two examples of such legislation are the Family
Support Act of 1988 (FSA 88) and the Personal Responsibility and Work Opportunity
Reconciliation Act (PRWORA). Both acts and the regulations that followed caused major
changes in child support systems throughout the country, including Oregon’s CSEAS. At this
time, almost all state systems incorporate the requirements defined by FSA 88 and PRWORA.
The current CSEAS is a fully certified child support system. However, it does not meet the
Agency’s need for a technically modern system that efficiently and effectively supports the
needs of Program managers, child support workers, and customers. Therefore, the Agency
engaged an independent contractor to conduct a Feasibility Study to evaluate four (4) system
modernization options available for CSEAS. The Feasibility Study included an alternatives
analysis and cost benefit analysis of the different options. The Feasibility Study Report
(summarized in the IAPD) indicates that the hybrid option is the most appropriate solution for
CSEAS 2.0.
Agency’s objectives for the CSEAS 2.0 System are to improve customer service, increase
collections, improve information management, improve data reliability, improve data security,

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and increase the efficiency of the Program’s managers and child support workers. The new
System must effectively interface with external partners, systems, data exchanges, and
customers. Moreover, the CSEAS 2.0 System must be intuitive and easy to use by both new and
experienced users, and operate in an efficient and cost effective manner. Finally, the new
System must be able to adapt to changing business needs and be maintainable, extensible,
flexible, and reliable. A diagram of the System environments is included in the Procurement
Document Library.
B. PROJECT OVERVIEW
1. Project Management Contractor (PMC or PM Contractor) Scope
The PM Contractor and its staff shall augment and support Agency staff in managing the
delivery of the Project Implementation Contractor’s (IM Contractor) required Project Services,
and the Agency’s receipt of required independent Quality Assurance (QA) and Independent
Verification and Validation (IV&V) Services. Agency will outsource for an IM Contractor who will
Design, Develop, Implement, Test, Train, Operate and Maintain, help Certify, and provide
Transition services for the State’s Child Support System Modernization Project (CSEAS 2.0).1
Agency will also outsource Project‐required QA and IV&V Services.2 The Project is funded in
part by the Federal Administration for Children and Families (ACF) and is subject to oversight
and approval of ACF.
This Statement of Work defines the Tasks to be performed and Deliverables to be delivered by
the PM Contractor to help the Agency manage delivery of the IM Contractor’s required Project
Services, and the Agency’s receipt of Project‐required QA and IV&V Services. The IM project
Director will be held accountable for on time, in budget project deliverables. Agency anticipates
that the IM Contractor, QA Contractor and IV&V Contractor will provide services in four (4)
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The detailed scope of the IM Contractor’s required Project Services is set out in the IAPD in section 4.3.3,
Implementation Contractor Deliverables, and section 4.4.4, Implementation Contractor Project Management
Responsibilities. The IAPD is available in the Procurement Document Library. Also available in the Procurement
Document Library is the current draft of the IM Contractor SOW Table of Contents (TOC). The TOC lists the 16
specific IM Contractor Tasks related to the Project.
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The Program will use the State’s Information Technology Quality Management Services Price Agreement Program
to acquire the services of an independent QA Contractor to satisfy State‐required QA, and a separate IV&V
Contractor to satisfy federally‐required IV&V. The IV&V Contractor will work on behalf of the federal government
under the supervision of the State’s Chief Information Office (CIO). The State CIO is part of the State’s Department
of Administrative Services, an agency separate and apart from the Department of Justice and its Division of Child
Support.

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Project phases: Planning (Phase I), Development (Phase II), Implementation (Phase III), and
Operations and Maintenance (Phase IV).
Agency’s anticipated timeline is to complete Phase I and Phase II Work over 34 months. Agency
intends to then implement the CSEAS 2.0 System in a phased rollout over the course of 12
months beginning with the pilot site and then to four (4) geographic regions as defined in the
Project Schedule (see Procurement Document Library). Following the Implementation Phase III,
Agency anticipates there will be a 12‐month time period for warranty support, any post‐
implementation enhancements, federal certification and then an additional 12 months of
maintenance support.
CSEAS 2.0 System must support 5,000 total users (including partners), 700 concurrent users,
and approximately 500,000 active and 400,000 inactive cases. CSEAS 2.0 must also support
24/7 client access. Because of the critical nature of the Program’s services, the IM Contractor
shall ensure the Program experiences minimal, if any, loss of productivity during data
conversion activities or implementation of CSEAS 2.0. Any disruption must not cause the
Program to fall out of compliance with federal or state regulations. The IM Contractor shall
take steps to mitigate the severity of any loss of performance to the greatest extent possible.
Performance metrics and service level agreement(s) will be negotiated with the IM Contractor.
2. PM Contractor Activities
The PM Contractor shall be fully responsible for the Tasks and Deliverables described in the
Statement of Work negotiated between the parties. Proposers are encouraged to suggest
alternate or additional Deliverables if they would better meet the management needs of the
Project. The IM Contractor’ Project Director and the State project team will create a definitive
list of deliverables and delivery schedule to ensure that the Project stays on track.
The Statement of Work defines the anticipated Tasks to be performed by the PM Contractor to
help the Agency manage the delivery and receipt, as appropriate, of Project‐required IM
Contractor, QA Contractor and IV&V Contractor Services. In particular, the PM Contractor shall
perform and deliver its required Tasks and related Deliverables in a manner that enables the
Agency and Program to hold the IM Contractor accountable to required performance
standards. The end result will be a CSEAS 2.0 System that meeting Agency requirements and is
certified by the OCSE.
Payments will be tied to Agency’s written acceptance and approval of identified Deliverables
and be subject to the payment terms listed in the Contract. The IM Contractor shall provide
iterative reviews of draft versions of each Deliverable to the Agency Project Manager prior to

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formal submission of each Deliverable. The Agency’s Project Manager3 will respond in writing
within fifteen (15) business days of final Deliverable submission, unless otherwise specified in
the current, Agency‐Accepted Project Management Plan.
The PM Contractor will provide information in a format compatible with Agency authorized
office automation tools when using electronic tools to present information. In addition, the PM
Contractor will be required to have Key Persons and particular Subject Matter Experts (and
designated administrative support staff) use Agency’s central project calendar system for all
calendar functions related to the Project.
3. Roles and Responsibilities
3.1. Contracted Services Supporting the CSEAS 2.0 Project
Implementation projects of this scale are complex to manage, and the Agency will utilize
vendor resources to support the CSEAS 2.0 Project. The Agency requires full cooperation
between the State, Implementation Contractor, PM Contractor, and QA staff working on the
project, and with the IV&V Contractor. The Agency will be procuring the following contractor
services:
3.1.1. Project Management Contractor. The object of this procurement is to acquire
the services of a Project Management Contractor (PMC) who will provide the
Project Director and additional staff as described in this PMC solicitation. The
PMC shall provide services related to developing and implementing project
control plans and structures for the entire Project. The PMC will provide
support in monitoring and updating the Project’s project management plan and
schedule, and manage the activities of Project participants to ensure successful
execution of the Project. The PMC will provide services to ensure that all Project
participants, including the contractors, stay on schedule or otherwise mitigate
Project delays. The Agency will also rely on the PM Contractor to supplemental
Agency staff to support the development of CSEAS 2.0, e.g., Business Analysts.
3.1.2. Implementation Contractor. The Implementation Contractor will be

responsible for the largest body of Project Work: the Design, Development,
Implementation, Testing, Training, Operation and Maintenance, facilitation of
3
Not the PMC.

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Certification and Transition services for the State’s Child Support System
Modernization Project (CSEAS 2.0). The Agency will rely on the PMC to help
manage the successful delivery of these IM Contractor deliverables.
3.1.3. Independent Verification and Validation (IV&V). The IV&V Contractor will not
participate in daily project management or project activities, but will review
project plans and documentation with an outside perspective. The IV&V
Contractor will provide services relating to assessing project plans,
documentation, accomplishments, and vulnerabilities. The IV&V contract will be
managed by the Department of Administrative Services (DAS), Office of the
State Chief Information Officer (CIO). On a semiannual basis for the life of the
Project, the IV&V Contractor will provide plans, reports of findings, and
recommendations directly to the Office of Child Support Enforcement (OCSE)
central and regional offices at the same time the IV&V Contractor submits them
to the DAS CIO and Agency, as specified in 45 CFR 307.15(b)(10)(ii).
3.1.4. Quality Assurance. Agency will procure the services of a Quality Assurance
(QA) Contractor. This contractor will be independent of the IM Contractor and
will work with and report to Agency and the Project Management Team (see
description in Section 3.7 below). The QA Contractor will develop a quality
management plan, monitor project tasks and activities, and report on
deviations from the Agency‐Accepted project management plan. Agency will
work with the QA Contractor to ensure that the Project conforms to the
Agency‐Accepted schedule and that Deliverables maintain the high quality
expected. The QA Contractor will begin work before the IM Contractor begins
work, so as to establish the Project’s quality assurance standards and processes.
3.1.5. Business Process Re‐engineering. Agency has engaged the services of a

Business Process Re‐engineering (BPR) Contractor to analyze and develop
recommendations to improve child support business processes. Agency
anticipates that the BPR Contractor will complete the recommendations before
the Design Task of the CSEAS 2.0 Project begins. The BPR Contractor’s
recommendations will focus on both manual and automated processes, and will
specifically identify inefficiencies and make recommendations where inefficient
processes can be eliminated, automated, or streamlined through changes in
workflows and effective use of technology. The IM Contractor will be required
to consider these recommendations in designing the CSEAS 2.0 System.

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3.2. Project Management Structure
Agency will oversee the CSEAS 2.0 Project and engage the services of the contractors described
above. Four advisory groups: the Steering Committee, the Stakeholders Advisory Board, the
Technology Sponsors Group, and the Change Control Board, will aid the Project Management
Team by providing various levels of oversight of the CSEAS 2.0 Project. Agency will use a
combination of State staff and Project Management Contractor staff to fill positions on the
Project Management Team, and to supplement state staff expertise. This section outlines the
organizational structure by which Agency will manage the project. The figure below depicts this
high level Project organization.
Child Support System Modernization Project
Organization Chart
Federal Office of Child

Support Enforcement
DAS CIO Office
Steering Committee Executive Sponsor

Kate Cooper Richardson Indepentent
Verification and
Validation Vendor
Stakeholder
Advisory Board
Project Executive
Karen Coleman DOJ CIO Technology
Quality Assurance Lorrin King Sponsors Group
Manager
(Contractor)
Project Director
(Contractor)
Business/ State Technology Organizational User Acceptance

Project Manager Functional Manager Change Manager Testing Lead
Cliff Roper Manager James
Wollenweber
Chart Legend
Double lined boxes - Project Leadership
Single Lined boxes - Advisory Group / Other Agency participants
Dotted Line boxes - Vendor Contracts
Dotted Connectors - Partnership / Information Sharing
Solid Connectors - Direct report relationship / Sponsor
CSEAS 2.0 Project Management Organizational Structure

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3.3. Steering Committee
The Steering Committee will provide executive oversight of the Project and consist of
department heads, or their executive level designees, of state agencies most impacted by the
design and implementation of CSEAS 2.0, along with a representative of the district attorney
child support offices. The state agencies include the Department of Human Services, the
Oregon Health Authority, the Oregon Judicial Department, the Department of Administrative
Services, the Oregon Department of Transportation, Driver and Motor Vehicles Division, and
the Department of Justice.
The Steering Committee will:
3.3.1. Review and advise the Executive Sponsor and project management team on key
project decisions;
3.3.2. Guide the strategic direction of the Project;
3.3.3. Assist in negotiating the political commitment by the external agencies to
schedule and implement the necessary changes according to the project
schedule;
3.3.4. Review the quarterly Quality Assurance and semi‐annual Independent
Verification and Validation reports and assist in developing the appropriate
response to report recommendations;
3.3.5. Meet monthly, or more frequently if needed, to discuss project status and
resolve issues that may impede progress; and
3.3.6. Assist in shaping or approving the communication plan deliverables.
3.4. Stakeholders Advisory Board
The Stakeholders Advisory Board will be comprised of representatives from agencies that are
involved in cooperative efforts with the Program. Members will be responsible for coordinating
the CSEAS 2.0 System development effort with initiatives and activities within their own
agencies. The Stakeholders Advisory Board will meet regularly to address issues needing this
board’s attention.
Members of the Stakeholders Advisory Board may consist of representatives of:
 District Attorney Child Support Offices

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 DOJ‐DCS Child Support Staff
 Tribal IV‐D Programs
 Advocacy Groups for Custodial and Noncustodial Parents, Legal Aid Services of Oregon
 Employers
 Financial Institutions
 Temporary Assistance to Needy Families (TANF) Program
 Child Welfare Program
 Medicaid Program
 Oregon Judicial Department
 Revenue Department
 Licensing Agencies
 Oregon Health Authority, Center for Health Statistics
 Employment Department (Unemployment Compensation, Wage Information)
 Corrections Department
 Office of Administrative Hearings
 Consumer and Business Services Department (Workers’ Compensation)
 Oregon Youth Authority
 Department of Administrative Services
 Labor Representative(s)
 Employer Representatives
3.5. Technology Sponsors Group
The Technology Sponsors Group will be comprised of the Project Executive, Project Director,
the DOJ CIO, and technology representatives from agencies that will be involved in or provide
advice to the Project. This group coordinates the Project's tactical demands on the State’s
technology staffing resources and infrastructure.
3.6. Change Control Board
The Change Control Board (CCB) is established to review all change requests that impact the
project constraints defined in the Project Management Institute’s Project Management Body of
Knowledge Fifth Edition (PMBOK). The CCB has the authority to approve or deny change
requests after assessing the impact to the Project. The authority of the CCB and decisions
reached by the CCB will be accepted as final and binding. The CCB is comprised of the Project
Executive, Project Director, Project Manager, Business Functional Manager, and State

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Technology Manager. The Implementation Contractor Project Manager will attend CCB
meetings and act as an advisory (non‐voting) member of the CCB. The CCB meeting frequency
will be determined as required during project execution.
Effective project change control will allow the Project team and stakeholders to maintain the
proper focus needed to complete projects on time and on budget. Changes to the Project are
inevitable; the key is to manage change. Change Control is the process used to properly identify
changes and the impact to the Project. Change Control will empower the Project sponsor to
accept, reject or postpone the change. Project leaders and team members must consider the
impact of changes on completion date, cost and impact to the customer. The IM Contractor
shall reflect these practices in its related Deliverables and Services.
A standard change control form will describe the change, the reason for it, and what the change
will affect in terms of Project deliverables including execution time, resource costs (labor,
hardware, and software) and deliverables. A formal technical and business assessment of the
change is critical before project leaders consider the change for approval or rejection.
The change control forms will feed into project management processes and the Agency Project
Manager will track all the changes and resultant impacts to project execution.
Projects change control forces a formal review of all changes in order to:
 Document and understand the parameters of the change;
 Assess the impact of proposed change; and
 Consider and formally approve, reject or postpone each change request.
3.7. Project Management Team
The Project Management Team will provide guidance and input to Agency on the aspects of
overall project management that will support a successful implementation and operation of
CSEAS 2.0.
The Project Management Team will oversee and monitor, as appropriate, the activities of a
team of State staff and contractor staff. Agency anticipates that the CSEAS 2.0 Project staff will
include at least the positions described in the table below:
Specifically, the Project Management Team will:
3.7.1. Prepare the Project Charter and initial staffing management plan;
3.7.2. Prepare management plans under which it will exercise its leadership over the
CSEAS 2.0 Project;
3.7.3. Monitor Project scope;

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3.7.4. Review the IM Contractor’s Deliverables;
3.7.5. Provide leadership in negotiating and coordinating the interfaces, such as with
the Judicial Department, IV‐A, Title XIX, and IV‐E agencies;
The Project Management Team will consist of a combination of State staff and PM Contractor
staff in specific, well‐defined roles. The roles of the Project Management Team members are
described in the first section of the table below. The second section of the table below
describes the roles of Project staff members.
Note: Parenthetical references in the first column in the chart indicate whether the Project Management Team
members and Project staff depicted are provided by the Agency or the Project Management Contractor.
Agency anticipates that the CSEAS 2.0 Project Management Team will include at least the
positions described in the table below (first section):
Role Project Responsibility
Executive Sponsor The Oregon IV‐D Director will act as the executive sponsor for the Project. The
(Agency) Sponsor has the final approval of all deliverables and invoices that pertain to
the Project.
Project Executive The Project Executive will provide strategic direction and maintain overall
(Agency) responsibility for all aspects of the project and direct efforts relating to
planning, management, communications, configuration management, change
management, contract management, training, budget, and control of the
project. The Project Executive will provide oversight to the Quality Assurance
Contractor. The Project Executive will manage and coordinate the efforts of
the Project Director, Project Manager and other members of the Program’s
Project Management Team.
The Project Executive will review and comment on all documents, reports,
and deliverables in advance of submission to the Project boards for their
review.
The Project Executive will also manage and negotiate the development of the
new/revised cooperative agreements with other State agencies and interface
partners needed to define the changes to the interactions between the CSEAS
2.0 and these entities and their systems.

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Project Director The Project Director will assume primary day‐to‐day responsibility for project
(Project Management management and oversight of the Implementation Contractor. The Project
Contractor) Director will also provide leadership to State and contract staff assigned to
the Project, and in coordinating system interfaces with the Judicial
10 years of technology Department, the IV‐A, Title XIX, and IV‐E agencies and with the Corrections,
project management Labor, and other departments.
experience for projects
ranging $30‐$100 M and Other responsibilities of the Project Director include:
a minimum of 3 years of  Lead the development and delivery of foundational project
child support experience management documents.
(CSE).  Preparing the deliverables of the Project Management
Contractor.
 Organizing, managing, and controlling all aspects of the
development and implementation effort.
 Presenting information as required to the Steering Committee.
 Coordinating formal communication with the Program’s
Communications Manager.
Ensuring all contractors’ project deliverables are reviewed per the

Deliverables Approval Plan before submission to the Program’s Project
Management Team for approval.
Project Manager The Project Manager will be responsible for providing the Project Executive
(Agency) and Project Director with administrative and management support. The
Project Manager will assist the Administrative Specialist, Project Finance
Officer, and Contract Specialist in the implementation of the project
management plans and project schedule, including monitoring project task
completion, remaining effort, budget, and contracts. The Project Manager will
oversee the establishment and management of protocols for risk
management, issue resolution, change control, and scope control. The Project
Manager will also assist in preparation of status reports.
The Project Manager will guide the flow of information to and from project
stakeholders and as outlined in the Communications Plan, coordinate the
development of outreach materials such as brochures, videos, posters, media
packets, etc. with the Program’s Communications Manager, to provide
information about the development and implementation of the modernized
System as well as to preview its functional capabilities.
Other responsibilities include:

 Controlling and organizing the documents generated throughout
the project.
 Maintaining the project schedule on the Program‐approved
software version of Microsoft Project.
 Ensuring project compliance with applicable regulations.

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Project Manager The PM Contractor may be requested to provide PMP certified Project
(Project Management Manager(s) to provide additional project management support as the need is
Contractor – Optional) identified by the Agency.
10 years of technology Responsibilities may include:

project management  Controlling and organizing the documents generated throughout
experience and the relevant aspect of the Project.
preferably with CSE and  Maintaining a project schedule on the Program‐approved
PMI certified. software version of Microsoft Project.
 Ensuring project compliance with applicable regulations.
 Other responsibilities specific to the Project.
Business/Functional The Business/Functional Manager will act as a resource to the IM Contractor’s

Manager functional design team as the team establishes the functional design
(Agency) procedures and functional design templates. This person will coordinate all
aspects of the Implementation Contractor’s functional design tasks including
the initiation, development, review, testing, and maintenance of all
documents related to the functional areas. The Business/Functional Manager
will act as a resource to assist the Implementation Contractor to ensure
requirements and approaches articulated by the business analysts and the
Program’s subject matter experts meet Program’s requirements, and assist
the Implementation Contractor in the resolution of functional design issues.
The Business/Functional Manager will work closely with the State Technology
Manager and the Implementation Contractor’s staff and will coordinate the
availability, scheduling, and assignment of the Program’s subject matter
experts for each of the major functional areas.

 Completing the detailed business analysis and business re‐
engineering specifications.
 Participate in and provide resources for the joint application
design sessions to add detail to the functional specifications.

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State Technology The State Technology Manager will act as a resource to the Implementation
Manager Contractor’s technical design team to establish the technical design
(Agency) procedures and technical design templates. The State Technology Manager
will coordinate review of the Implementation Contractor’s technical design
and development tasks including the initiation, design review, test plan
review, unit testing results review, and maintenance of all technical design
documents. The State Technology Manager will also assist the
Implementation Contractor in the resolution of technical design issues and
the coordination of the requirements and approaches articulated by the
technical design team.
The State Technology Manager will provide input to the Implementation

Contractor during preparation of the procedures for day‐to‐day system
operations that will include the batch job and online technical support
standards. The State Technology Manager will work with the Contract
Specialist to effect the purchase, delivery, and installation of System
components as well as the maintenance arrangements to assure continuous
operations.

 Participate in the development and review of the technical design
for the System.
 Ensure modifications to the technical design comply with the
technical standards of the State and project.
 Develop standard operational reports to be designed into the
CSEAS 2.0 System.
 Participate in and approve all aspects of database, development,
infrastructure, and security management.
Organizational Change The Organizational Change Manager will play a key role in helping the
Manager Project’s initiatives meet business, schedule and budget objectives. This
(Project Management person will focus on the people‐side of change including changes to business
Contractor) processes, systems and technology, job roles, and organization structures.
The primary focus will be creating and implementing organizational change
10 years of management plans that minimize employee resistance and maximize
organizational change employee engagement. The Organizational Change Manager will work to
management experience drive faster adoption, greater ultimate utilization and higher proficiency on
and preferably with the changes impacting employees in the organization such that business
CSE. results are achieved.
While the Organizational Change Manager does not have supervisory

responsibility, this person will have to work though many others in the
organization to succeed. The Organizational Change Manager will act as a
coach for senior leaders and executives in helping them fulfill the role of
change sponsor. The Organizational Change Manager will also support project

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teams in integrating change management activities into their project plans.
Finally, the Organizational Change Manager may provide direct support and
coaching to front‐line managers and supervisors as they help their direct
reports through transitions.

 Apply a structured change management approach and methodology
for the people‐side of change caused by the project and change
efforts.
 Develop a change management strategy based on a situational
awareness of the details of the change and the groups being
impacted by the change.
 Identify potential people‐side risks and anticipated points of
resistance, and develop specific plans to mitigate or address the
concerns.
 Conduct readiness assessments, evaluate results and present findings
in a logical and easy‐to‐understand manner.
 Develop a set of actionable and targeted change management plans
including communication plan, sponsor roadmap, coaching plan,
training plan and resistance management plan.
 Support the execution of plans by employee‐facing managers and
business leaders.
 Be an active and visible coach to executive leaders who are change
sponsors.
 Create and manage measurement systems to track adoption,
utilization and proficiency of individual changes.
 Identify resistance and performance gaps, and work to develop and
implement corrective actions.
 Create and enable reinforcement mechanisms and celebrations of
success.
 Work with project teams to integrate change management activities
into the overall project plan.
 Work with the Project Executive, Communication Manager, Training
Lead, and Human Resources in the formulation of particular plans and
activities to support project implementation.
User Acceptance Testing The User Acceptance Testing Lead will lead Agency testing of the System
Lead against Requirements, and complete Agency testing in accordance with the
(Agency) Program and industry best practices. The User Acceptance Testing Lead
reviews and provides input on the IM Contractor’s protocols for integration,
performance, regression and acceptance testing, including the provisions for
test case preparation and the performance and documentation of testing
activities; and monitors Contractor’s identification and tracking of application
defects, including the prioritization of defects and for reporting on their
number, type and correction.

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Agency anticipates that the CSEAS 2.0 Project staff will include at least the positions described
in the table below (second section):
Role Project Responsibility
Project Finance Officer The Project Finance Officer in conjunction with the PMO and the Project
(Agency) Manager have established, and will manage protocols for budgeting project
resources and tracking Project expenditures throughout the project design,
construction, testing, implementation, and maintenance & operations phases.
Contract Specialist The Contract Specialist will coordinate with the Oregon Enterprise Goods and
(Agency) Services, Procurements Services to acquire contractual services for the
project. The Contract Specialist will also manage the paperwork associated
with the contracts and coordinate changes to contract documents resulting
from changes to the project’s scope. Assumes primary responsibility for the
review, monitoring and management of vendor contracts to ensure
compliance. Prepares contract amendments. Compiles contract status
reports. Develops contract tracking or reporting procedures. Researches
alleged contract violations and assists with their resolution. Ensures contract
records are maintained in accordance with retention schedules. Reviews
invoices for compliance with contracts and forwards them to the Project
Executive to approve for payments. Tracks and monitors project timelines
and milestones against agreement terms and conditions.
Works with the Agency PMO Partner Access Coordinator to review, process,
and maintain Interagency Agreements with agency partners.
Administrative The Administrative Specialist will provide administrative support to the

Specialist Project Management team, and assist the Project Manager in updating the
(Agency) project management plans and project schedule, track and update project
task completion, remaining effort and budget, draft status reports and collect
regular status reports from the Implementation Contractor.
The Administrative Specialist is the official project librarian responsible for

managing the versions of documents stored in the DOJ’s document
management system (Open Text’s eDocs, aka DM).

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Business Analyst Under the guidance of the Business/Functional Manager and working with
3‐5 (Agency) the IM Contractor, the Business Analysts act as liaisons among various
2+ (Project Management stakeholders and lend expertise in articulating structure, policies, business
Contractor) processes, functional requirements, and operations, and provide a link
between the business community and information technology. Participates in
5 years of experience in joint application design sessions and assists with integration and acceptance
business analysis, and testing, supports the development of training and implementation materials,
preferably with CSE. participates in implementation activities, and provides post‐implementation
support.
Lead Functional Design Under the guidance of the Business/Functional Manager, the Lead Functional
SME Design SME will assume responsibility for articulating the considerations
1 (Agency) necessary to reflect the unique functional requirements of the Oregon Child
1+ (Project Management Support Program, Family Court and other stakeholders.
Contractor)
10 years of experience in
functional design, and
preferably with CSE.
Functional Design SMEs Staff drawn as subject matter experts will be assigned as resources to support
(Agency) Contractor design tasks. The SME staff will only be called upon for their
4+ (Project Management specific functional expertise so that the time commitment is minimized. The
Contractor) Business/Functional Manager will coordinate the assignment of the SME staff.
functional design and
CSE for 5‐10 years.
Training Lead The Training Lead works closely with the IM Contractor to confirm
(Agency) development of the necessary training and resource materials for each
functional design; assists in finalizing the information needed for full staff use
of the System functionality at the conclusion of the acceptance testing
processes including the necessary training modules, user manuals and help
utilities; ensures that training is comprehensive and effective.
The Training Lead will represent the considerations necessary to meet the
unique training and resource requirements throughout the State. Training
staff will facilitate operations training and technical knowledge transfer from
IM Contractor to Agency.

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Organizational Change The Organizational Change Coordinator provides leadership in the
Coordinator coordination of implementation activities with stakeholder agencies,
1 (Agency) including IV‐A, Title XIX, IV‐E, DOJ, and the Courts.
1+ (Project Management
Contractor) The Organizational Change Coordinator assists the IM Contractor in defining
Program support for implementation planning and training preparation.
organizational change, The Organizational Change Coordinator assists the Organizational Change
and preferably with Manager with implementing organizational change management plans.
CSE.
User Acceptance Testing Coordinates the execution of the testing plans and develops the Acceptance
Coordinator Test Reports.
(Agency)
Information Security The Information Security Officer provides input to the IM Contractor in all
Officer security‐related aspects of System implementation. Reviews all technical
(Agency) designs and development tasks for compliance with federal, State of Oregon,
and Department of Justice policies, statutes and security requirements.
Reviews and confirms the IM Contractor’s provisions for System and physical
security.
Data Base Technology The Data Base Technology Lead provides input to the IM Contractor in
Lead establishing support for implementation data conversion, database design
(Agency) and development, as well as the coordination of data cleanup activities.
Coordinates with appropriate external stakeholders for planning and
acquiring conversion data. Reviews and confirms the Implementation
Contractor’s standards and methodology for database development,
deployment, operations and maintenance, as well as verifies the
implementation contractor’s methodology and rules for entity relationship
determination and documentation. Collaborates on development of
procedures developers will use to identify new database tables and new or
revised columns on existing database tables.

25
Data Base The Data Base Administrator participates in the review and confirmation of
Administrator the Implementation Contractor’s standards and methodology for database
2 (Agency) development, deployment, maintenance and operation. Collaborates on the
Implementation Contractor’s methodology and rules for entity relationship
determination and development of the data dictionary document.
Collaborates on the development of the procedures to be used by developers
to identify new database tables and new or revised columns on existing
database tables for data conversion.
The Data Base Administrator provides input to the Implementation

Contractor in implementing data conversion design and development,
training preparation as well as the coordination of data cleanup activities. Will
provide input and guidance to the Implementation Contractor in organizing
and verifying the data cleanup in preparation for the new System installation
and conversion. Serves as the SME for legacy system database to the
Implementation Contractor and project team.
Technical Infrastructure The Technical Infrastructure Lead provides input to the Implementation
Lead Contractor in specifying modernized System hardware and software
(Agency) components and their integration into the Oregon enterprise architecture
plan. Assists in identifying requirements and constraints on the modernized
System hardware and software and their integration into the existing
infrastructure and communications network. Assists in the resolution of
technical design issues and the documentation of the requirements and
preferences articulated by the technical design team.
The Technical Infrastructure Lead provides input during the Implementation

Contractor’s technical design and development tasks including the initiation,
design review, test plan review, unit testing results review, and maintenance
of all technical design documents. Provides feedback to the Implementation
Contractor in estimating the System load and specifying the necessary
performance requirements for operational memory, computing power and
data storage. Reviews the Implementation Contractor’s identification of
needed hardware, software, and communications components for both
development and production operations and confirms the procurement steps
to be taken to authorize and effect the purchase, delivery and installation of
these System components as well as the maintenance arrangements.
Technical Infrastructure The Technical Infrastructure Specialist provide the Project with infrastructure
Specialist deployment support, ongoing security and network support, PC support,
2 (Agency) software installation and maintenance, problem resolution, and other day‐to‐
day technology needs of project team members.

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Technical Architect The Technical Architect provides input to the Implementation Contractor as
(Agency) to the IM Contractor’s design of the infrastructure architecture required to
design, build, test and implement the new modernized System. Assists in
specifying new system hardware and system software components and their
integration into the Oregon Enterprise Architecture plan. Provides feedback
to the IM Contractor in documenting requirements with regard to system
capacity, electrical power and backup of the new system and other related
technical infrastructure components. Assists with infrastructure deployment.
Application The Application Development Lead provides input to the Implementation

Development Lead Contractor as to the IM Contractor’s estimation of the System load and
(Agency) specifying the necessary performance requirements established to assure
continuous operations. Act as a resource to the Implementation Contractor
in the implementation of the Project Management and Application
Development Plans and establishment of the application design and
development procedures. Provides feedback to the Implementation
Contractor in the preparation of the procedures for day‐to‐day System
operations that will include the batch job and online technical support
standards, the provisions for application problem solving and the
establishment of a customer support staff to triage application problems,
manage data correction problems and prioritize problems for immediate
attention.
Application Developer The Application Developer participates in Joint Application Development

4 (Agency) design sessions. Participates with Implementation Contractor’s staff to
develop application code required for the System. Participates in identifying
requirements and constraints on the new system hardware and software and
their integration into the existing infrastructure. Reviews and provides
feedback on Implementation Contractor’s identification of needed hardware,
software, and communications components for production operations.
Reviews all software support requirements and receives System support
knowledge transfer information from Implementation Contractor staff.

27
Application Architect The Application Architect serves as a SME regarding application architecture
1 (Agency) of existing systems and interfaces. Participates in Joint Application
Development (JAD) design sessions. Provides input to the Implementation
Contractor in estimating the System load and specifying the necessary
performance requirements for operational memory, computing power and
data storage. Provides feedback to the Implementation Contractor in
specifying new system hardware and software components and their
integration into the Oregon Enterprise Architecture plan. Identifies
requirements and constraints on the new system hardware and software and
their integration into the existing application architecture. Reviews and tests
the Implementation Contractor’s provisions for the application design and
security components of the new system, and reports on test results to the
Agency Project Manager. Reviews all application architecture documents
against Requirements.
4. Project Staffing and Approach
4.1. PM Contractor Staff
The PM Contractor is expected to provide staff resources sufficient to provide all services
described in the Tasks and Deliverables within the timeframes described in this RFP. In addition
to providing staffing to fill designated positions on the Project Management Team (as depicted
and described in the table at Section 3.7 of this SOW, Project Management Team) and
additional staffing necessary to provide effective project management assistance to the Agency
in order to ensure successful completion of all required work for the Planning, Development,
Implementation and Operation and Maintenance Phases, the PM Contractor shall also provide
Subject Matter Experts as depicted and described in the table at Section 3.8 of this SOW,
Project Team Positions.
All PM Contractor staff must identify conflicts of interest with Program case information, pass
criminal background checks, and will be subject to completing, before beginning services and
annually thereafter, the Agency confidentiality tests.
4.2. Project Management Approach
The planning and management of the CSEAS 2.0 Project will use the project management
methodology, standards and Code of Conduct based on the Fifth Edition of the PMBOK. The

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Agency will coordinate with the PM Contractor to develop the specific components of the
overall project management plan.
Based on the nature of this project the Agency requires the overarching project to be managed
using standards set by PMI in the PMBOK Fifth Edition. Additionally the Agency requires the
project team to use the waterfall methodology to manage the overarching project. One key
requirement of this methodology is the Requirements Traceability Matrix (RTM). The Agency is
also aware of the potential benefits of using an Agile methodology such as Scrum in software
construction. If the IM Contractor proposes using an Agile methodology the Agile artifacts must
be mapped back to the PMBOK and waterfall framework. The PMC, IM Contractor and Agency
staff will work cooperatively to use a strict waterfall or combination waterfall and Agile
methodology to achieve project objectives.
4.3. Project Processes and Procedures
Agency anticipates that the Project will employ a range of management processes and
procedures to ensure its successful completion. The Agency will require the Project
Management Contractor to assist the Agency in developing, modifying, refining and otherwise
finalizing the foundational project management documents (the “planning documents”) initially
drafted by the Agency (depicted and described in Table 1 of this Section 4.3).
The Agency requires the PM Contractor to develop and deliver the additional project
management‐related documents depicted in Table 2 of this Section 4.3. Together, the planning
documents and the specific PM Contractor Deliverables will govern the conduct of all IM
Contractor and PM Contractor Project participants, and shall inform and otherwise advise or
guide, as appropriate, the required work of the QA Contractor and IV&V Contractor Project
participants.

29
TABLE 1, SECTION 4.3
PLANNING
PURPOSE AND DESCRIPTION
DOCUMENT
Project Charter The Project Charter gives the authority to the project executive to
allocate and procure resources for the project. It also sets the
strategic direction and scope of the Project by defining:
1. Business case
2. Project scope, goals, and objectives
3. Project deliverables
4. Stakeholders
5. Project organization chart and responsibilities of key
management and decision‐making teams
6. Project and program assumptions and constraints
Procurement Plan The Program plans to use state staff and procure project
management, quality assurance, independent verification and
validation, and implementation services in order to accomplish its
goals and objectives for the CSEAS 2.0 Project. The procurement plan
will be consistent with the State of Oregon’s standards and will
identify the logistics for procuring the necessary services and the
state entities involved.
Per the procurement plan, the Program and its contract staff will
follow the State’s procedures in drafting, approving, and
disseminating requests for proposals (RFP’s) from prospective
contractors. A team representing the interests of DOJ and the
Program will evaluate the proposals for each RFP and select the
preferred contractor per the State’s procedures for evaluating
submitted proposals.
Interim The Program has listed interim improvement projects in Oregon’s

Improvement recent Annual Advance Planning Document Update budget and
Management Plan project management plan. The requirements specifications interim
improvement project will focus the Program’s attention on describing
the system requirements in more detail. These requirements will
provide additional guidance to the functional design effort as well as
assure careful independent preparation for articulating the Program’s
understanding of the modernized system’s goals and objectives. The
Program also plans to conduct a business process reengineering
project that will advise changes to the Program’s business processes
the Implementation Contractor will incorporate in CSEAS 2.0.

30
The remaining interim improvement projects will construct and
deploy system components that the Implementation Contractor
eventually will integrate into CSEAS 2.0. The Program has selected
these interim improvements because the Program can construct
them independently from the modernized system and deploy them
early to provide labor saving benefits to staff.
Interagency The Program’s Project Management Team will provide leadership in

Coordination Plan negotiating and coordinating the interfaces with the Judicial
Department, IV‐A, Title XIX, IV‐E agencies, and other departments and
agencies. The Program will initiate the new and revised cooperative
agreements as needed to effect the changes to the interactions with
these external systems. The Program’s Project Management Team
will develop a plan to identify staff to contact, and establish the
schedule for executing changes to the current cooperative
agreements or developing new ones when necessary.
Stakeholder The stakeholder communication plan will identify outreach materials

Communication needed to provide information about the changes associated with the
Plan modernized System and the implementation schedule for outreach
efforts. Outreach materials may include mass mailings, emails, texts,
brochures, videos, Web site(s), social media, billboards, posters, and
media packets.
Requirements This plan will identify the Program’s expectation of the protocols the
Management Plan Implementation Contractor will use to collect, analyze, document,
and manage Requirements throughout the lifecycle of the Project.
One of the primary IM Contractor Deliverables will be the
Requirements Traceability Matrix (Matrix), which the Program will
use to maintain the traceability of functional and technical
requirements. This plan and the Matrix will help ensure that the
Implementation Contractor incorporates all the necessary functional
and technical system requirements into CSEAS 2.0 before
Implementation.
Deliverables The Program will have final approval authority for approving all
Approval Plan Project Deliverables. The Deliverables Approval Plan communicates
the Program’s standards for the levels of review preceding final
Deliverable approval, and which entities are responsible for each level
of review. The Deliverables Approval Plan also identifies the
timeframes for completing each level of review.

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Document The Document Management Plan will specify all aspects of document
Management Plan handling for all Project documents and artifacts. This plan will specify
the version control protocols for the System repository used to
manage the Project documents, document naming conventions,
retention requirements, access security requirements, and all other
aspects of document control for the Project.
The Agency’s Project Management Team will develop and refine these planning documents
during the conduct of the procurement process that will lead to the selection of an
Implementation Contractor. These documents will remain in place throughout all Project
Phases to provide structure for the project management activities.
The Project Management Contractor shall assist the Agency in:
 Developing and implementing project control plans and structures;
 Monitoring and updating the project management plan and schedule;
 Coordinating between all Project participants and keeping them contributing to the
project in compliance with their respective contracts; and
 Ensuring that other contracted staff stay on schedule or otherwise mitigate project
delays for which they are responsible.
Table 2 in this Section 4.3 briefly describes these project management deliverables.
TABLE 2, SECTION 4.3
PMC DELIVERABLE PURPOSE AND BRIEF DESCRIPTION
Project Governance The Project Management Office Plan describes how the project
Plan management office, comprised of both state and contract staff,
provides project oversight, governance and management support to
ensure compliance with and coordination between all of the
Program’s plans and the contractors’ plans. This plan defines the
methods and means that the project management office staff will use
to coordinate and monitor all of the project’s entities’ plans as well as
the method and means for those entities to update the project
management office with changes to their respective plans.
Project Schedule Accurate maintenance of the Project Schedule is essential for

Management Plan communicating the Project’s status and changes to the Project to all

32
Project staff and other Project participants. The Project Schedule
Management Plan describes the standards (per the PMBOK) for
developing the initial Project Schedule and the protocols for keeping
the Project Schedule current with the project’s change controls and
task completion rates.
Master Schedule The Master Schedule is the most important tool for managing and
coordinating the activities of all Project staff and other participants
working on the Project. This critical artifact will depict in detail all
facets of Work management for the Project. It will be comprised of
modules or attachments that relate to project management and
control for all Project Work. Unless otherwise stated by applicable
contract terms and conditions, all project management tasks and
deliverables required for other Project Contractors shall also comply
with the provisions of the Master Schedule.
Change Control and The Change Control And Issue Management Plan will establish the
Issue Management protocol to manage the changes to and issues with the CSEAS 2.0
Plan functional and technical requirements. Project staff may identify
changes during the Project Planning, Development and
Implementation Phases. The changes subject to the change control
process must be within the scope of the Project.4 These changes can
affect resources, task assignments, functional designs, technical
designs, testing plans, and training plans and materials. Although
some issues may simply require clarification, others may require
adjustment of staff assignments, design or software changes,
additional testing plans or retesting of approved software, updates to
training materials, etc.
Organizational The Organizational Change Management Plan defines and guides the
Change approach for shifting and transitioning individuals, teams, and
Management Plan organizations from the current state of using CSEAS to the desired
future state of using CSEAS 2.0. The Project Management Contractor
will solicit input from the Program’s executive management team in
preparing the Organizational Change Management Plan.
Risk Management The Risk Management Plan identifies Project risks, provides
Plan qualitative and quantitative analyses of the risks, including the
probability of their occurrence and the potential severity of their
impacts. The plan will also describe the process for Program staff and
the Project Management Contractor to manage a team of internal
4
The Scope Management Plan defines the protocols for changing the scope of the Project.

33
and external stakeholders who will construct risk mitigation strategies
for minimizing the risks’ impacts on the project. This team will also
construct contingency plans. The plan will allocate resources from
internal and external resources to track risks, identify new risks,
execute risk response plans, and evaluate risk mitigation and
contingency planning for effectiveness.
Scope Management The Scope Management Plan will define the Project’s detailed scope
Plan statement and guide the decision‐making process associated with
controlling the changes to the Project’s scope during the course of
the Project. Scope changes can result from a variety of sources, most
often from policy and legislative changes or from unrecognized
requirements.
The Scope Management Plan will provide the Program’s Project

Management Team with guidelines for determining whether the
Project should incorporate the identified scope change immediately
or defer it until CSEAS 2.0 is in Operation and Maintenance. The
magnitude of the proposed change as well as the status of the design
and development effort at the time Project staff identify the change
will factor into the decision. The criticality of the scope change will
also factor in the decision.
Cost Management The budget for the CSEAS 2.0 Project is substantial. With this
Plan commitment of resources, it will be imperative to control Project
costs throughout the System Development Life Cycle (SDLC). The Cost
Management Plan will identify data sources and processes for
budgeting resources for the initial Project Schedule and any
subsequent change controls, documenting actual costs, and tracking
actual costs against the budget and the earned value of the Project.
Communication
Management Plan Given the number of staff working on CSEAS 2.0 and the number of
stakeholders in the Project, effective communication will be essential
for keeping all parties informed of the Project’s direction. The
Communication Management Plan defines communication
requirements for all State and contractor staff on the Project and
identifies the internal and external outreach materials needed to
provide information about the development of CSEAS 2.0. This plan
will specify what type of information to communicate, who is
responsible for the communication and when it is expected, what
communication channels to use for Project‐related information, and
what types of communications are appropriate for each
communication channel.

34
Periodic Project The Project Management Contractor will be responsible for providing
Management Status the Program’s Project Management Team with regular updates on
Reports the progress of the Project, barriers to success, and plans for
overcoming the barriers. The PM Contractor will also be responsible
for providing the status on the various Project control procedures.
Staffing The work of staff resources will drive the overwhelming bulk of
Management Plan Project tasks. Therefore, assuring the timely acquisition of the
appropriate staff resources at various Project Phases will be critical to
keeping the Project on schedule. The Program’s Project Management
Team has created an initial staffing management plan that identifies
the types and number of staffing resources needed for State
positions. The Project Management Contractor will expand upon the
initial staffing management plan and identify the types and number
of staffing resources needed for each phase and aspect of the Project.
The Staffing Management Plan will also identify the timeframes for
hiring and releasing state and contractor staff as well as the required
competencies training for each project position.
SME Staff The primary mission of the PM Contractor is to boost the Agency’s
Augmentation Plan ability and capacity to successfully manage the CSEAS 2.0 Project to
and Services completion. The PM Contractor’s secondary mission is to ensure that
the Agency has Subject Matter Experts (SME) on staff to represent
the Agency and Program interests at critical points in selected
Planning, Development and Implementation Phase events.
These Subject Matter Experts are identified and described in the

highlighted areas of the table depicted in Section 3.8 of this SOW.
SME Staff provided by the PM Contractor must be acceptable to the
Agency and Program according to criteria reflected in the RFP, and
the PM Contractor must have the demonstrated ability to sustain
acceptable SME Staff for the minimum duration required by the
Agency and the Program.
Agency anticipates that the PM Contractor will develop and manage Project Management
processes and procedures. These will include at minimum:
4.3.1. Weekly Project Schedule Reporting and Management. The PM Contractor

shall manage reporting on the Project Governance Plan, deliverables and
schedule that addresses the work of all Project participants, including the IM
Contractor and the QA Contractor. All Project participants shall provide weekly

35
updates of the status of their tasks for this Master Project schedule. The PM
Contractor shall manage these submissions to ensure accurate and timely
weekly Project Schedule updates.
4.3.2. Weekly Project Progress Reporting and Management. Project participants

shall provide weekly progress reports for the Project Governance Plan that
indicate their accomplishments for the week, plans for the following week(s),
any problems encountered, and the actions taken to resolve those problems.
The PM Contractor shall ensure accurate and timely capture of these weekly
progress reports and estimates of the remaining effort for tasks in process in a
Microsoft Project format for each project area for the benefit of the Project
Management Team.
The Project Executive, Project Director, Agency Project Manager, other Project
participants, and the IM Contractor’s project management team will meet
weekly to review the Project schedule and progress reports, and adjust
resources as needed to maintain the Project schedule and ensure development
of a high quality system. The Project Director, Agency Project Manager, or their
designee will facilitate this discussion, and the Project Executive will authorize
any remedial actions.
4.3.3. Monthly Project Progress Reporting and Management. The Project Director is
responsible for ensuring that the Project Management Team prepares and
distributes a monthly status report to internal and external stakeholders
(including the Steering Committee, the Stakeholders Advisory Board, the
Technology Sponsors Group, the IV&V Contractor, and OCSE). The monthly
status report will reflect progress against scheduled tasks, changes in Project
scope, schedule and budget, and a review of Project issues and risks.
4.3.4. Steering Committee Meetings. Members of the Steering Committee will meet
at least monthly with the Project Management Team, along with the IM
Contractor’s Project Manager. The purpose of the meeting is to review Project
progress and any issues affecting the Project schedule, and allow the Steering
Committee to advise the Project Management Team on key Project decisions.
The Steering Committee will also review the semi‐annual IV&V reports and
assist in preparing the appropriate responses to report recommendations.
Every six months the Steering Committee may invite OCSE and the IV&V
Contractor to join its meetings to review the findings of the current IV&V report

36
and discuss implementing the recommendations the IV&V Contractor made.
The PM Contractor shall ensure that each required contributor of information
for this reporting requirement submits required information and data in
compliance with the contributors’ respective, applicable agreement terms and
conditions.
4.3.5. Project Meeting Protocol. The Agency’s project meeting protocol will apply to
all formal meetings requiring an agenda. The Project Management Team will
establish leadership responsibilities so that each meeting will have a designated
facilitator (or leader) and a recorder.
Meeting organizers will use agendas to expedite the meetings. Meeting agendas
will indicate date, time, location, invitees, topics, presenters, and estimated
timeframes for each topic. The meeting agenda will review outstanding tasks as
applicable for recurring meetings. Each meeting will conclude with a review of
new action items.
Minutes will be recorded and distributed to all attendees and other interested
parties following the meeting. Minutes will follow a standard format, including
meeting time, place, purpose, attendees, discussion topics, decisions, and
action items. The PM Contractor is responsible for helping to finalize these
protocols, and to ensure their sustained use for the duration of the Project.
4.3.6. Risk Management Process. With appropriate assistance from the PM

Contractor, the Agency’s Project Manager will use the Project’s Risk
Management Plan to assess and take measures to mitigate risk factors to
minimize impact on the Project. The Project Manager will use the periodic QA
Contractor reports and the semi‐annual IV & V reports to provide an outside
objective viewpoint to the risk assessment process. The Project Manager,
together with Agency‐assigned management staff, and selected PM Contractor
staff, will review and make a determination on risk mitigation options. This
approach provides for anticipating problems and reducing their impact on
Project momentum.
4.3.7. Change Control Process. All Project participants will use the change control
process managed by the CCB and described in the Change Management Plan to
address requested changes in Requirements, design, or implementation.
Affected Project contractor staff, e.g., IM Contractor staff, will initiate change

37
requests when they encounter inconsistencies or opportunities for refinement
in the application or a change in the Project’s scope. The CCB will review and
make a determination on the change requests. This procedure will provide a
clearance process for resolving inconsistencies or incorporating refinements
and scope changes to the CSEAS 2.0 System. The change control process will
document all change requests whether accepted, rejected or postponed.
4.3.8. Issue Tracking and Resolution Process. With appropriate assistance from the
PM Contractor, the Agency’s Project Manager will use issue tracking
documentation and procedures to address the range of topics and disparities
that arise during Project development. Issues arise when the expectations and
specifications from one area conflict with those of another area. Issues also
arise when events, staffing, or other factors affecting the Project’s progress
come into conflict with previous expectations. Further, issues arise when
software developers or testers encounter requested changes in design and
implementation and when regulations change or add to the scope of the
Project. The Agency’s Project Manager will track and facilitate the resolution of
the issues and determine if they require a change request and/or contract
modification to resolve, in which case the Project Manager will ensure the
appropriate people and process is engaged.
4.3.9. Deliverable Walk‐Throughs and Approval Processes. As appropriate, and in

accordance with their respective agreement terms and conditions, at the time
that any contractor (excluding the IV&V Contractor) on the Project submits a
draft Deliverable, that contractor will perform a walk‐through of the deliverable
to the Project Management Team, the QA Contractor staff and other relevant
Project staff (depending on the subject of the Deliverable). This process will
inform all Project participants of the substance of each Deliverable and will
allow potential issues with a Deliverable, including inconsistencies with respect
to Project requirements, to be identified early in the review process.
Each contractor on the Project can expect that the Project Management Team
and Quality Assurance Contractor will review all key Project Deliverables
submitted by each such contractor before making a recommendation to Agency
on the Deliverable’s acceptability.

38
5. Deliverable Development
In general, all Project Deliverables will be delivered and maintained on‐line in the Central
Project Repository. Each Project contractor obligated to develop and submit Deliverables shall
involve the Agency Project Manager and other Agency‐identified parties in compliance with the
applicable provisions of their respective agreements. The submission of Deliverables is a
bifurcated process in which a draft Deliverable is first submitted for comment, followed by
submission of the final Deliverable that reflects consideration of, and as appropriate
compliance with, any comments.
All Deliverables are required to identify with and conform to the PMBOK standard phases
(initiating, planning, executing, controlling, and closing) whenever possible.
All final Deliverables shall be delivered to the Agency Project Manager (or delegate) on or
before 5:00 P.M. Pacific Time on the due date or will be considered as received the following
business day. Deliverables shall include:
 Cover letter
 The work product as described in the Statement of Work.
Each Deliverable shall include associated Documentation except for those Deliverables for
which no Documentation is required, and shall be saved in the CSEAS 2.0 Collaborative
Workspace or code repository.
NOTE: ALL DELIVERABLES SHALL USE THE EXACT DELIVERABLE NUMBER AND DELIVERABLE
NAME AS SPECIFIED IN THE APPLICABLE PROVISIONS OF THE CONTROLLING STATEMENT OF
WORK.
Acceptance Criteria: Each Deliverable must meet its requirements specified in the RFP, this
SOW, relevant Task and Deliverable descriptions, and all other Contractual requirements
including Performance Warranties and Acceptance Criteria that will be developed and
documented in the Contract.
C. Tasks and Deliverables
Overview
The Agency has identified multiple Tasks and their related Deliverables that are necessary for
successful completion of all Project Phases: Planning, Development, Implementation, and
Operation and Maintenance of CSEAS 2.0. The Agency and its core Project Management Team
(internal State staff only) has or will develop five (5) contracts through which these Tasks and

39
Deliverables will be performed and developed (see discussion at Section 3.1 of this SOW,
Contracted Services Supporting the CSEAS 2.0 Project).
The primary source of critical Project Tasks and Deliverables is the engagement with the IM
Contractor. The IM Contract will be divided into 16 major Tasks that comprise the four Project
Phases referenced above. Reference section 4.3.3 in the IAPD, Implementation Contractor
Deliverables, section 4.4.4 in the IAPD, Implementation Contractor Project Management
Responsibilities, and the draft IM Contractor SOW Table of Contents. These documents are
available in the Procurement Document Library. The planned engagements for independent QA
and IV&V Services for the Project will generate Tasks and related Deliverables dictated by State
QA requirements and federal IV&V requirements, respectively. QA Tasks flow from the State’s
enterprise statement of work for QA Services and include five (5) Tasks as follows: Quality
Management Planning, Quality Control, Quality Assurance, Independent Testing, and Risk
Assessment.5 IV&V Tasks are mandated by the federal government, and their performance in
connection with this Project will be overseen by the State Chief Information Office on behalf of
OCSE.6
The reference to Tasks and Deliverables from these other Project contractors is appropriate,
because the primary mission of the PM Contractor is to help the Agency manage the successful
completion of these Tasks and Deliverables. The PM Contractor’s secondary mission is to
provide acceptable Subject Matter Experts to work on behalf of the State in connection with
Project Planning, Development and Implementation activity. Against this backdrop, the PM
Contractor’s primary tasks include:
 Leading or assisting in the development of all critical CSEAS 2.0 Project Management
Deliverables;
 Providing Project Management and Control services over the day‐to‐day activities of
the Project in compliance with PMBOK principles and the Project’s Project
Management Approach and Project Management Processes as described in the RFP
and this SOW.
 Monitoring and updating the CSEAS 2.0 Master Project Management Plan And
Schedule;
5
Refer to the CSEAS 2.0 QA Services discussion within the IAPD, a document contained in the Procurement
Document Library, for a more detailed depiction of QA Tasks and Deliverables related to the Project.
6
Refer to the CSEAS 2.0 IV&V Services discussion within the IAPD, a document contained in the Procurement
Document Library, for a more detailed depiction of IV&V Tasks and Deliverables related to the Project. These are
drawn from federal guidelines as reflected on the OCSE Website at
http://www.acf.hhs.gov/programs/css/resource/overview‐ocse‐ivv‐assessment

40
 Coordinating between and among required Project participants, e.g., Agency and
Project partners, stakeholders and contractors; and keeping them contributing to
the Project in compliance with the Project Charter, Project Management artifacts
and any applicable contractual obligations; and otherwise ensuring that the Project
participants stay on schedule or otherwise mitigate Project delay;
 Supporting Project procurement activity as required; and
 Providing the services of experienced and qualified Subject Matter Experts, e.g.,
business analysts, at Agency’s request to augment Agency and Project staff as the
Agency deems necessary and appropriate to effectively support Planning,
Development and Implementation of CSEAS 2.0.
1. TASK: Finalize CSEAS 2.0 Foundational Project Management Documents
1.1. Overview
The Agency will require the Project Management Contractor to assist the Agency in drafting,
modifying, refining and otherwise finalizing planning documents (depicted and described in
Table 1, Section 4.3 of this SOW).
1.2. Objective
The Agency will have a set of planning documents that establish: the authority of the Project to
allocate and procure needed resources; the Project’s strategic direction; and the high‐level
Project controls necessary to manage participant communication, work coordination and
critical Project document and artifact development and compilation.
1.3. PM Contractor Responsibilities
The PM Contractor shall at least:
1.3.1. Review the current drafts of the Project’s planning documents;

1.3.2. Draft recommended revisions to the documents;

41
1.3.3. Implement the accepted document revisions;
1.3.4. Draft Project planning documents not already drafted;
1.3.5. Obtain Agency approval of the finalized planning documents;
1.3.6. Deliver final, Agency‐Accepted documents to the Agency’s Project Manager for
storage in the Official Project Document Library;
1.3.7. Perform required activity in compliance with Agency‐Accepted Project planning
documents;
1.4. Agency Activities
1.4.1. Provide the available draft Project planning documents.

1.4.2. Review and respond to recommended revisions to the documents.
1.4.3. Review and approve Task 1 Deliverables.
1.4.4. Store finalized documents in Project Document Library.
1.4.5. Perform required activity in compliance with Agency‐Accepted planning
documents.
1.5. Summary of Task 1 Deliverables
NUMBER DELIVERABLE NAME
Note: draft documents are not Deliverables which will be formally accepted by
Agency hence drafts are not numbered.
Draft Project Charter
1.5.1. Project Charter
Draft Project Management Plan
1.5.2. Project Management Plan
Draft Project Management Office Plan
1.5.3. Project Management Office Plan
Draft Interim Improvement Management Plan
1.5.4. Interim Improvement Management Plan

42
Draft Interagency Coordination Plan
1.5.5. Interagency Coordination Plan
Draft Stakeholder Communication Plan
1.5.6. Stakeholder Communication Plan
Draft Requirements Management Plan
1.5.7. Requirements Management Plan
Draft Deliverables Approval Plan
1.5.8. Deliverables Approval Plan
Draft Document Management Plan
1.5.9. Document Management Plan
1.6. Milestones
1.6.1. Recommended document revisions accepted.

1.6.2. Deliverables accepted by Agency.
1.6.3. Agency‐Accepted documents deposited in the Project Document Library.
2. TASK: Provide Project Management and Control Services
2.1. Overview
The planning and management of the CSEAS 2.0 Project will use the project management
methodology, standards and Code of Conduct based on the Fifth Edition of the PMBOK to
ensure the successful completion of all required Project Tasks and Deliverables. The PM
Contractor shall provide these project management and control services for the duration of the
Project, throughout all Project phases. The PM Contractor shall be responsible for ensuring
that all Project participants appropriately support the Project Governance Plan and Project
Schedule, and adhere to all applicable Project controls. As part of commencing Project
Management and Control Services, the PM Contractor shall review its final proposed Project
Governance Plan and Schedule with the Agency and Agency‐designated third parties. The PM
Contractor shall update its Project Governance Plan and Schedule based on this review, and

43
submit it as Deliverable 2.5.1 within the prescribed time from the Effective Date of the
Contract. Successful performance of the Task ensures that:
2.1.1. The Project is managed on schedule, within scope, and within budget;
2.1.2. Project Management and Control plans are established and maintained to
coordinate a comprehensive list of activities and tasks to handle the breadth of
all Project requirements and the involvement of a large number of Project
stakeholders;
2.1.3. Project participants, including other Project contractors, understand their roles
in the implementation of the established Project Controls;
2.1.4. Communications are established and maintained that provide adequate progress
reporting, problem and risk identification and resolution, and contract
management information; and
2.1.5. Project Deliverables meet their requirements.
2.2. Objective
The specific objectives of Project Management are to ensure that the CSEAS 2.0 System meets
all requirements within the Agency‐authorized timeline and budget. Project Management and
Control Services shall ensure that the Project progresses according to the Project Governance
Plan and Schedule, and the Project Management Contractor shall ensure such progress
according to the Project Management Approach and Project Processes and Procedures as
identified and discussed in the RFP and this SOW.
The following list comprises the minimum responsibilities to be performed by the PM

Contractor:
2.3.1. Provide Project Management and Control Services that comply with PMBOK
principles and the Project’s Project Management Approach and Project
Management Processes as described in the RFP and this SOW.
2.3.2. Develop and deliver each required Project Management and Control Plan.
2.3.3. Develop and deliver proposed Project Controls.
2.3.4. Develop and deliver training to State and other contractor staff on established
Project Controls.
2.3.5. Participate in, and facilitate as required, Project status meetings.

44
2.3.6. Develop and deliver required, periodic Project status reports.
2.3.7. Help Agency ensure that other Project contractors are complying with their
project management obligations and other contractual obligations.
2.3.8. Manage and direct all day‐to‐day activities of the Project.
2.3.9. Monitor all Deliverables development and Agency expectations by directing and
coordinating activities of Project personnel to ensure Project progress in all
areas.
2.3.10. Confer with Project staff to ensure their understanding of applicable plans and
assigned roles, duties, and responsibilities, (and modify roles, duties,
responsibilities, or assign additional roles, duties, and responsibilities as
necessary and appropriate).
2.3.11. Participate in or facilitate all required meetings.
2.3.12. Develop and deliver Project Management Templates and manage versions and
delivery of Deliverables based on PM and IM Contractor Project Templates.
2.3.13. Execute all Agency‐Accepted project management‐related plans on an ongoing
basis for the duration of the Project pursuant to Requirements.
2.3.14. Help Agency establish and participate in Agency‐Accepted Project risk
procedures. This includes identifying new risks, monitoring identified risks, and
engaging in risk management activities.
2.3.15. Help Agency establish and follow Agency‐Accepted Project communication
procedures to communicate with Project participants.
2.3.16. Participate in Quality Assurance and IV&V activities, and respond to QA
Contractor and IV&V Contractor feedback on Tasks and Deliverables as
necessary and appropriate. This includes cooperating and working with the QA
and the IV&V Contractors to evaluate and implement, as appropriate, the semi‐
annual IV&V report recommendations.
2.3.17. Satisfy other Project Management obligations and prepare and submit
supplemental Project plans and other Project documentation and artifacts as
deemed necessary and appropriate by the Agency.
2.4.1. Provide input and clarification to the PM Contractor during development of Task
2 Deliverables.
2.4.2. Provide access to any State policies and procedures related to the Deliverables.
2.4.3. Review and approve Project Management and Control Deliverables.
2.4.4. Ensure Agency staff availability for training on Project Controls.

45
2.4.5. Participate in, and facilitate as appropriate, Project status meetings.
2.4.6. Perform required activities in compliance with Agency‐Accepted Project
Management and Control Deliverables.
2.5. Summary of Task 2 Deliverables
Note: draft documents are not Deliverables which will be formally accepted by
Agency hence drafts are not numbered.
Draft Project Governance Plan and Schedule
2.5.1. Project Governance Plan and Schedule

Draft Project Schedule Management Plan
2.5.2. Project Schedule Management Plan
Draft Change Control and Issue Management Plan
2.5.3. Change Control and Issue Management Plan
Draft Project Control Procedures
2.5.4. Project Control Procedures
2.5.5. Project Control Training for State Staff
Draft Organizational Change Management Plan
2.5.6. Organizational Change Management Plan
Draft Risk Management Plan
2.5.7. Risk Management Plan
Draft Scope Management Plan
2.5.8. Scope Management Plan
Draft Cost Management Plan
2.5.9. Cost Management Plan
Draft Communication Management Plan
2.5.10. Communication Management Plan

46
2.5.11. Periodic Project Management Status Reports
Draft Staffing Management Plan
2.5.12. Staffing Management Plan
Draft Project Templates
2.5.13. Project Templates
Draft Ongoing Project Management and Control Activity
2.5.14. Ongoing Project Management and Control Activity
2.6. Milestones
2.6.1. Project Management and Control Services that comply with the PMBOK
Management Processes as described in the RFP and this SOW are provided.
2.6.2. All required Project Management and Control Plans are accepted.
2.6.3. State staff members are trained on Project Controls.
2.6.4. Project Templates are accepted by Agency.
2.6.5. Agency‐Accepted Project Management and Control Plans are implemented and
executed on an ongoing basis for the duration of the Project in compliance with
Requirements.
3. TASK: Monitor and Update the CSEAS 2.0 Project Governance Plan and
Schedule
3.1. Overview
The Project Governance Plan and Schedule are the primary control elements for the Project.
The PM Contractor shall be primarily responsible for monitoring the progress of all Project
participants and updating the plan and schedule to appropriately reflect the facts,
circumstances and events related to the observed progress; and their impact on schedule,
priorities and resources.

47
3.2. Objective
The specific objective of this Task is to ensure that the Project Management Team has all the
necessary information to make decisions regarding acceptable or unacceptable Project Work
progression; and will quickly and effectively make any needed adjustments to keep the Project
on a successful path according to all Project requirements. Each Project participant, including
Project contractors, will have specific obligations to provide periodic input to the PM Contractor
to enable this Task. Successful performance of the Task ensures that:
3.2.1. The Project is managed on schedule, within scope, and within budget; and
3.2.2. Established Project Management plans are maintained to coordinate a
comprehensive list of activities and tasks to handle the breadth of all Project
requirements and the involvement of a large number of Project stakeholders.

3.3.1. Provide Project Management and Control Services that comply with PMBOK
Management Processes as described in the RFP and this SOW.
3.3.2. Monitor and report on Project progress in compliance with the applicable,
Agency‐Accepted Project Management and Control Plans. This includes at least:
a. Participating in and facilitating as required, Project status meetings at least
weekly with affected Project staff and Project contractors to gather, discuss
and compile information and data regarding the status of their respective
Project duties and responsibilities;
b. Participating in and facilitating Project status meetings at least weekly with
the Agency’s Project Management Team to review Project status;
c. Preparing and submitting Weekly Status Reports and Monthly Status Reports
through Project close out;
3.3.3. Participate in and facilitate as required Project Change Management processes in
compliance with the applicable Project Management and Control plan(s).
3.3.4. Update the Project Governance Plan and Schedule at least weekly to reflect the
evolving Agency‐Accepted schedule, priorities, resources, and changes. Update
any dependent Project Management and Control plans affected by the
documented Project status and any Agency‐Accepted changes flowing from
Project Change Management and Risk Management processes.

48
3.4.1. Provide input and clarifications to the PM Contractor during development of

Deliverables.
3.4.2. Provide access to Agency policies and procedures related to Project and PM
Contractor Deliverables.
3.4.3. When applicable, provide access to appropriate staff to clarify Requirements.
3.4.4. Manage the CSEAS 2.0 Project Risk Management Plan and process including
periodic input from the PM Contractor, IM Contractor, and the QA Contractor,
and federal partners.
3.4.5. Conduct periodic meetings of the CSEAS Change Control Board (CCB) in order to
manage change requests.
3.4.6. Review and approve Project management and status reporting protocols.
3.5. Summary of Deliverables
Note: draft documents are not Deliverables which will be formally

accepted by Agency hence drafts are not numbered.
Draft Ongoing implementation of Project
Schedule Management Plan
3.5.1. Ongoing implementation of Project Schedule

Management Plan
3.5.2. Weekly Status Reports
3.5.3. Monthly Status Reports
3.5.4. Other periodic status reports as Agency

requires
3.5.5. Periodic Updates to Project Master Plan and

Project Schedule

49
3.6. Milestones
3.6.1. Delivery of Weekly Reports has commenced.

3.6.2. Delivery of Monthly Reports has commenced.
3.6.3. Updates to Project Governance Plan and Schedules have commenced.
4. TASK: Provide Staff Augmentation Services
4.1. Overview
The PM Contractor shall augment and support Agency staff in managing the delivery of the
Project IM Contractor’s (IM Contractor) required Project Services, and the Agency’s receipt of
required independent Quality Assurance (QA) and Independent Verification and Validation
(IV&V) Services.
In addition, at Agency’s request, the PM Contractor shall provide the services of experienced
and qualified subject matter experts as described in the table in section 3.7 to augment Agency
and Project staff as Agency deems necessary and appropriate to effectively support the Project.
The PM Contractor must make acceptable candidates available for the duration specified by the
Agency.7
4.2. Objective
The major objective of this Task is to ensure that the Agency has available sufficiently qualified
and experienced SMEs to support selected Project activities during Development and
Implementation of CSEAS 2.0.
4.3.1. Develop and deliver a Staff Augmentation Plan to at least:
7
Please refer to RFP Section 3.3.5, Administrative Proposal Requirements, subsection (f), and this Statement of
Work, for listings of the required Key Person and other SME positions, their qualifications and experience, and the
likely duration of their service on the Project.

50
a. Identify the Agency‐Accepted SMEs;
b. Indicate the duration of their availability for Project service, and establish
the particular calendar periods of their Project service duration;
c. Provide their qualifications, experience and credentials in order to set the
appropriate standard for Agency‐acceptance of proposed SMEs and SME
replacements in the event initial SMEs must leave Project service; and
d. Describe SME duties, roles, responsibilities and authority regarding their
required Project service.
4.3.2. Integrate the Agency‐Accepted Staff Augmentation Plan with the Agency‐
Accepted Staffing Management Plan.
4.3.3. Provide the Agency‐Accepted SMEs for Project service according to the required
calendar periods for their Project service duration, and otherwise in compliance
with the Agency‐Accepted Staff Augmentation Plan.
4.4.1. Review and accept the Staff Augmentation Plan.

4.4.2. Perform required activities in compliance with the Agency‐Accepted Staff
Augmentation Plan.
4.5. Summary of Deliverables
NUMBER DESCRIPTION
Note: draft documents are not Deliverables which will be formally

accepted by Agency hence drafts are not numbered.
Draft Staff Augmentation Plan
4.5.1. Staff Augmentation Plan
4.5.2. Business Analysts
4.5.3. Organizational Change Coordinator
4.5.4. Project Management Professional (PMP)
4.5.5. Lead Functional Design SME

51
NUMBER DESCRIPTION
4.5.6. Functional Design SME
4.6. Milestones
4.6.1. Staff Augmentation Plan is accepted.

4.6.2. SMEs are provided and Project Service commenced.
5. TASK: Project Procurement Support – (Optional)
5.1. Overview
The PM Contractor shall assist and support the Agency in Agency’s use of vendor resources to
support the CSEAS 2.0 Project through delivery of Project Procurement Support Services. The
PM Contractor shall deliver these Services at Agency request and in accordance with an Agency‐
approved plan. Agency may, in its sole discretion, access some, all, or none of the PM
Contractor’s services under this Task.
In addition to its acquisition of PM Contractor services, the Agency will be procuring the
following contractor services:
5.1.1. Implementation Contractor, who will be responsible for the largest body of
Project Work: the Design, Development, Implementation, Testing, Training,
Operation and Maintenance, facilitation of Certification and Transition Services
for the State’s Child Support Enforcement Automated System Modernization
Project (CSEAS 2.0).
5.1.2. Independent Verification and Validation (IV&V) Contractor, who will not
participate in the Project’s daily project management or other Project activities,
but will review Project plans and documentation with an outside perspective.
The IV&V contract will be managed by the Department of Administrative
Services (DAS), Office of the State Chief Information Officer (CIO).

52
5.1.3. Quality Assurance Contractor, who will be independent of the IM Contractor,
but who will work with and report to Agency and the Project Management
Team. The QA Contractor will develop a quality management plan, monitor
project tasks and activities, report on deviations from the Agency‐Accepted
project management plan, otherwise provide quality control reviews of selected
Project Deliverables, e.g., transferred code and related technical documentation
from California, Michigan and New Jersey, and conduct selected independent
testing activity during Development and Implementation Phases of the Project.
5.1.4. Business Process Re‐engineering Contractor, who is helping Agency focus on

manual and automated workflow processes, and who will specifically identify
inefficiencies and make recommendations where inefficient processes can be
eliminated, automated, or streamlined through changes in workflows and
effective use of technology. The IM Contractor will be required to consider these
recommendations in designing the CSEAS 2.0 System.
More detailed information concerning this planned procurement activity is depicted in the RFP,
Section 3.1 of this SOW, and the IAPD approved by the OCSE (available in the Procurement
Document Library).
5.2. Objective
The PM Contractor shall provide Procurement Support Services as Agency deems necessary to
help manage the successful delivery of the IM Contractor Services; and Agency’s receipt of the
benefit of independent QA Contractor and IV&V Contractor Services.

5.3.1. Support Agency in implementing the Agency‐Accepted Procurement Plan.
5.3.2. Assist Agency in developing and finalizing solicitation documents for the planned
Project procurements as Agency deems necessary and appropriate, i.e., avoiding
actual or apparent conflicts of interest.
5.3.3. Assist Agency in screening and selecting required Project contractors in
compliance with federally‐approved solicitation documents, and as Agency

53
deems necessary and appropriate, i.e., avoiding actual or apparent conflicts of
interest.
5.3.4. Conduct required Project Management and Control activity in connection with
Project contracts awarded and executed in compliance with the conducted
solicitations for Project contractors.
5.4.1. Providing input and requested clarification to PM Contractor in connection with

planned solicitations for Project contractors.
5.4.2. Performing required activity in compliance with the Agency‐Accepted
Procurement Plan.
5.4.3. Help ensure the avoidance of actual and apparent conflicts of interest for the PM
Contractor in connection with the PM Contractor’s participation in developing
planned solicitations for Project contractors, in participating in screening and
selection activity in the federally‐approved solicitations, and otherwise in helping
to manage the federally‐approved solicitations.
5.5. Summary of Optional Deliverables
5.5.1. Assist in developing planned solicitations in

compliance with Agency‐imposed requirements
5.5.2. Assist in helping conduct and manage federally‐

approved Project contract solicitations
5.5.3. Assist in screening and selecting Project contractors

in compliance with federally‐approved solicitations
and with avoidance of actual or apparent conflicts
of interest
5.5.4. Commence Project Management and Control

Services for executed Project contracts

54
5.6. Milestones
5.6.1. Agency‐Accepted Procurement Plan is being implemented.

5.6.2. Planned solicitations are developed and submitted for federal approval.
5.6.3. Federally‐approved solicitations are conducted and managed.
5.6.4. Required Project contractors are screened and selected in compliance with
federally‐approved solicitations.
5.6.5. Contracts are executed in compliance with federally‐approved solicitations.
5.6.6. Project Management and Control Services are commenced for executed Project
contracts.

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RFP Attachment C CSEAS 2.0 PMC Statement of Work

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RFP Attachment C CSEAS 2.0 PMC Statement of Work

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RFP ATTACHMENT C

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

1.2. Working Relationships

DOJ‐DCS maintains an integrated working relationship with the Department of Administrative

DM 4760948 CSEAS PMC SOW

1.3. Service Partners

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1.4. Partners through Cooperative Agreement and Contract

In addition to coordinating with service partners, DOJ‐DCS secures services through

1.4.1. Tribal IV‐D Agencies

DM 4760948 CSEAS PMC SOW

2. Information Systems Description

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW

3. Roles and Responsibilities

3.1. Contracted Services Supporting the CSEAS 2.0 Project

3.1.2. Implementation Contractor. The Implementation Contractor will be

DM 4760948 CSEAS PMC SOW

3.1.5. Business Process Re‐engineering. Agency has engaged the services of a

DM 4760948 CSEAS PMC SOW

Federal Office of Child

DAS CIO Office

Steering Committee Executive Sponsor

Business/ State Technology Organizational User Acceptance

CSEAS 2.0 Project Management Organizational Structure

DM 4760948 CSEAS PMC SOW

3.4. Stakeholders Advisory Board

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3.5. Technology Sponsors Group

3.6. Change Control Board

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3.7. Project Management Team

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Role Project Responsibility

DM 4760948 CSEAS PMC SOW

Ensuring all contractors’ project deliverables are reviewed per the

Other responsibilities include:

DM 4760948 CSEAS PMC SOW

10 years of technology Responsibilities may include:

Business/Functional The Business/Functional Manager will act as a resource to the IM Contractor’s

Other responsibilities include:

DM 4760948 CSEAS PMC SOW

The State Technology Manager will provide input to the Implementation

Other responsibilities include:

While the Organizational Change Manager does not have supervisory

DM 4760948 CSEAS PMC SOW

Other responsibilities include:

DM 4760948 CSEAS PMC SOW

Role Project Responsibility

Administrative The Administrative Specialist will provide administrative support to the

The Administrative Specialist is the official project librarian responsible for

DM 4760948 CSEAS PMC SOW

DM 4760948 CSEAS PMC SOW